1. Presentation to Governance & OperationsDivision Retreat: Magalies
Coaching & Mentoring
Presentation to Governance & OperationsDivision Retreat: Magalies
17 October 2009

2. Objective of Presentation
Introduce the division to Coaching and Mentoring
Hopefully convey the importance of Human Capital development to achieve individual, team and organizational objectives

3. Rationale
Transformation within society at large and within organizations
The need for effective and efficient human resources
Dealing with development and capacity challenges that individuals within organizations face

4. Distinctions not so clear –cut
Definitions
Distinctions not so clear –cut
Mentoring: more long-term career focused and where mentor shares expert knowledge – “open doors”; exposes, facilitates and enables
Coaching: more development and performance focused

5. What its Not
Teaching
Telling
Advising
Counseling
Instructing

6. It IS
Coaching and Mentoring are learning relationships which help people to take charge of their own development, to release their potential and to achieve results which they value (Connor & Pokora.2007)

7. Purpose
You coach or ask for coaching when you believe that working together will lead to improved performance. Through coaching, you can help others to
Maximize individual strengths (for example, build on analytical skills)
Overcome personal obstacles (for example, address fear of public speaking)
Reach their full potential through continuous learning (for example, learn how to use the Internet for business research)
Achieve new skills and competencies to become more effective (for example, develop more advanced communication skills)
Prepare themselves for new responsibilities (for example, acquire leadership skills)
Manage themselves (for example, find ways to improve use of time)
Clarify and work toward performance goals (for example, learn to set more realistic goals)
Increase their job satisfaction and motivation
(Harvard Business School Press.2006)

8. Benefits
Can go beyond the coachee and support your team and organisation itself by:
Improving working relationships between manager and direct reports
Developing more productive teams
Using organisational resources more effectively

9. When should coaching take place?
Unlike goal=setting and performance reviews, which are formally scheduled quarterly or yearly, coaching is ongoing and occurs as the need or opportunity arises. Sometimes, you schedule coaching sessions about particular situations. More often, you coach informally as you interact with direct reports and peers in person, by phone, or through .

10. Good Coaching
Good coaching avoids manipulation and coercion. Coaching asks what is right as well as what works. (Stan Hustad )

11. Nine Key Principles for effective coaching practice (Connor & Pokora, 2007)
The Learning relationship is at the heart of change
The Context is work
The Client sets the agenda and is resourceful
The Coach or Mentor facilitates Learning and Development
The Outcome is Change
The Framework for the change process provides movement and direction
The Skills develop insight, release potential and deliver results
The Qualities of the coach or mentor affirm, enable and sustain the client
Ethical Practice safeguards and enhances coaching and mentoring

12. Next Steps
Consider what are those constraints that prevent you from becoming a coach or implementing a coaching program in your section/department
Is it worth addressing constraints?
What can you/would you like to do about it?
When?
How?

13. You cannot teach a man anything, You can only help him discover it within himself (Galileo Galilei)